ON CRITICAL EVALUTION OF PERFORMANCE APPRAISAL IN VARUN

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1.0 INTRODUCTION TO THE TOPIC DEFINITION Performance appraisal is method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. It is a systematic and objective way of evaluating both work related behavior and potential of employees. It is a process that involves determining and communicating to an employee how he or she is performing the job and ideally establishing a plan of improvement. Performance appraisal is broader term than merit rating. In the past managers used to focus on the traits of an employee while ranking people for promotion and salary increases. Employees traits such as honesty, dependability, drive, personality etc were compared with others and ranked or rated. The attempt was to find what the person has (traits) rather than what he does (performance); the focus was on the input and not on the output. This kind of evaluation was open to criticism because of the doubtful relationship between performance and mere possession of certain traits.

2.0 OBJECTIVES OF THE STUDY 1. To review the objective of appraisal programme system existing in varun beverages ltd. 2. to examine the extent to which the data collection to contribute these objective . 3. to examine the reaction of persons who use appraisal form both subordinate and superior group . 4. To determine the consequential action to be taken for improvement needed for implementation of new system. 5. to seek the opinion of users with regard to desirable changes in the performance appraisal system.

3.0 SCOPE OF THE STUDY

The study on the topic CRITICAL EVALUATION OF PERFORMANCE APPRAISAL IN VARUN BEVERAGES has been done for the Varun Beverages Ltd. as the part of the summer training project in the various department of VBLK personnel department. like time department, production department, husky

department,

financial

department,

Earlier also, the survey had been conducted on this topic and in future also it will be conducted. Because it is the evergreen topic. This topic shows the performance of each and every employee in VBLK.

Earlier findings shows that the performance appraisal in the VBLK employees e not satisfy with their performance but now a days they are satisfy with it.

4.0 METHODOLOGY ADOPTED A study performance appraisal at Varun

Beverages Limited Kosi Kalan is mainly of exploratory nature. The information is mainly drawn from the primary data. However, secondary data has also been relied upon to a little extent. The primary data has been collected. However, schedule has been prepared for employees. The size of sample respondents to be interview has been decided based on size of list of the employees of VBLK.

The VBLK has 538 employees. The sample size was determined to be 20% of the universe size of 208 employees that is a sample of 30 members was drawn for the study. Every five unit was selected for study . A comprehensive schedule intended to be principal

instrument for obtaining the necessary information has been prepared for the respondent. In this study we have taken sample of 208 employees this include staff worker for the

sample were taken from categories M.C.O. & executive staff. On the basis of random sampling of 208 employees.

6.1 UNIVERSE OF THE STUDY

The survey for this project was conducted in different department of VBLK which are as under: -

1. Personnel department

2. Financial department

3. Husky department

4. Time department

5. Production department

6.2 SAMPLE SIZE

The VBLK has 538 employees. The sample size was determined to be 20% of the universe size of 208 employees that is a sample of 30 members was drawn for the study. Every five unit was selected for study

6.3 SAMPLING METHOD On the basis of random sampling of 208 employees. .

6.4 TOOLS FOR DATA COLLECTION COLLECTION OF PRIMARY DATA:-

For the purpose of collection of primary data the respondent employees were approached either at place of work or at their residence. Since there is the sift system. The respondents were approached at their residence or at work place (except employees in production). The interview held at residence was of informal type of according to schedule.

COLLECTION OF SECONDARY DATA

Apart from the primary data collected through interview schedule, secondary data has also been collected to a little extend, the information about the size of employees strength has been collected from personal department.

The next stage after data collection was presentation and tabulation of data, the data are transferred to master charts after examination and study of every schedule from master chart the qualitative data was transferred to the table.

METHODS OF DATA COLLECTION

In this present study the first hand information has been collected from employees of VBL kosi with the help of tested questionnaire.

5.0 FINDINGS

The result shows that more than 50% officers are getting feedback by their immediate supervisors. Less than 50% are not getting feedback by their bosses.

AWARENESS OF PERFORMANCE APPRAISAL FACTORSThe results clearly shows that overall officers are aware about the pa factors , only 10% are not aware.

AWARENESS OF PROMOTION POLICIESAccording to the above data , we got only 14% officers are not aware about promotion policies. Promotion policy is fixed for the officers of grade a to b and b to c.

PROMOTION POLICIES BASED ONAccording to above data mostly officers say that the promotion policy is based on merit cum seniority based and some of them favor that is based on merit and others suggests seniority as the basis.

6.LIMITATION 1. The survey time was for only a few months and that was not sufficient for me to carry out the research in the desired manner. 2. The respondents were having a paucity of time at their end and as such quality results might have some deviation. 3. Extensive survey was required to be conducted and as such some place might have got missed out. 4. The HR dept. was not very forthcoming with the disclosure of some information owing to policy measures. 5. The data provided earlier can also not be considered accurate so that future findings be based on them.

7.0 CONCLUSION

At the end of this project, we would like to add a vital part to it, which could be a necessary part of any type of project i.e. the conclusion. During the training program, we final that the behavior of employees in VBLK were very friendly & they provide the primary information very enthusiastically.

Out of 20, 73.34% of employees agreed on one aspect than that performance appraisal should be done once a year. More then 66.67% of employees with 1 consent say that, Performance appraisal is help for personality development. Performance appraisal is helpful in identifying of training needs. Performance appraisal data should be used for career planning. Performance appraisal should be basis for feedback & counseling for development. Performance appraisal data is the right mean for right decision & granting records/ punishment.

Performance appraisal program should be used for individual as well as organizational development

Not only for performance appraisal we can increase the job performance of the employees more than 80% of employees suggest the following two methods of enhancing the job performance.

a) Regular counseling with superior. b) Participation in specific objective.

By the survey analysis an interesting fact comes out that about 40% of employees are not sure about their future in VBL therefore it is necessary for the organization to make such environment, with can return employees for longer period and this can be done by providing biased free performance appraisal program or timely settlement of employees grievances.

Our sample size is not so large but if compare to the universe, it is good enough to draw a near to perfect conclusion. According to American marketing society the purpose of report is to convey to the interested person, the whole result of the study is sufficient detail and so arranged as to unable each needs to comprehend the data & so determined for himself the validity of conclusion.

Thus, we have tried our best to put together this report and if it proves the slightest use to the management, we shall feel our labour amble rewarded.

8. BIBLOGRAPHY FROM THE BOOKS:

Kotk Patrick, DL 1982 How to improve performance through appraisal and coaching, Amaeom New York. L.M.prasad Stephen p.robbins Jacob K.K 1973 Personnel Management in India. Rudrasasavaraj Appraisal. Raghunathan R. 1994 Work Manual for Administrative & personnel Managers. FROM THE NET: WWW.GOOGLE.COM WWW.PEPSI.COM WWW.RKJ.COM FROM THE NEWSPAPER: Times of India Hindustan times M.N. 1974 Executive Performance